Debbie, I respect the attempt and many of the points made, but cannot fully agree.

The "failures" of Lean lie not in the concept-- which is basically a business application of the Scientific Method, which seems to have worked out pretty well for the modern world-- but in execution. As you point out, too often companies build... whatever... and then try to measure... whatever... and learn... well, you get the point.

The hardest part of the cycle is to think hard in advance about (1) what you need to measure in order to learn and (2) what you can actually can. This is where my own startup struggled most in the early running, and where I and other experienced practitioners are able to add most value for clients.

Great title, though, and an important conversation. Bravo!